Magister Commercii (Industrial Psychology) - MCom(IPS) / Purpose - The landscape of the world of work as we know has changed dramatically in the last decade. We have complex organizations compounded by multiple generations co-existing in the workplace. This phenomenon brings about different dynamics in organizations, progressive leaders if understood and managed correctly, could potentially capitalize on. The purpose of this paper is to understand the different generations and whether these generations require different leadership styles. The paper furthermore attempts to investigate whether different generations prefer different job resources. Design/Methodology/Approach – This research study uses a quantitative approach to determine whether there are indeed significant differences between the different generations and the leadership style they prefer as well as the job resources they prefer. Findings - Although no statistically significant differences were found between the different generations and their preferences for the specific leadership styles, the descriptive statistics regarding preference for leadership style across the generations, indicated that individuals from all generations indicated a preference for transformational leadership. Regarding preference for job resource dimensions, the results yielded a statistically significant difference in the preference for Advancement in Generation Y. Originality and Value – This research paper sheds further light on the understanding of different generations namely Baby boomers, Generation X and Generation Y. The paper maps out the preferred leadership style and preferred job resources of generations and allows business leaders an enhanced understanding of their employees.

The current study examined the Transformational, Transactional, and Passive/Avoidant Leadership styles as defined by Burns (1978) and Bass (1985) and how they are perceived by subordinates in predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. One hundred fifty IT professionals from AITP, Association of Information Technology Professionals, were administered the Multifactor Leadership Questionnaire 5X-Short form (MLQ 5X-Short). The survey measured all nine full range leadership variables and results were analyzed using multiple regression. Three hypotheses examined the relationship between the subordinate's perception of the leadership style of IT managers and one of three dependent measures: predicting subordinate Extra Effort, manager Effectiveness, and Satisfaction with management. Partial support was found for all three hypotheses. In the first, Transformational Leadership and Passive/Avoidant Leadership, but not Transactional Leadership was able to predict Extra Effort. In the second, Transformational Leadership, Transactional Leadership (via a slightly modified "reversed" form as well as the two subscales individually), and Passive/Avoidant Leadership were able to predict management Effectiveness. In the last, Transformational Leadership, Transactional Leadership (reversed and subscales), were able to predict subordinates' Satisfaction with their leaders. Most findings were consistent with existing literature. In addition, this study also identified several areas of further study.

Background It is believed that the fourth industrial revolution (4IR) will bring about unprecedented change to the world, ultimately having such a deep impact that some argue it may change human life at its core. It is believed that many organisations will not survive the radical disruption that will ensue. On the contrary, some authors have argued that the 4IR will bring about many benefits and opportunities for organisations, as with previous revolutions, provided it is managed effectively by business leaders. Rationale for the research study There is a growing consensus that existing leadership styles and management practices may not be suitable for organisational performance for the 4IR. It has, therefore, been suggested that different theories, models or approaches to leadership will be required if organisations are to remain competitive and sustainably successful in a business context that will look very different to what leaders have been accustomed to. It is argued here that Leadership 4.0 and innovative management practices, may have merit in this context. Aim of the study This present study was an exploratory attempt to investigate the relationship between Leadership 4.0, innovative management practices and organisational performance capabilities for the 4IR. For the purposes of this study, 1) a range of leadership theories/models/approaches/styles, including Transactional Leadership, Transformational Leadership and Leadership 4.0; 2) innovative management practices, including human resource management, organising and information sharing, risk management and stakeholder management as they compare to the old and new economy; and 3) organisational performance capabilities, including human capital, digital risk management and business model value creation were investigated. Research Design, Sampling and realised sample An exploratory research design was followed, utilising a mixed method approach. A crosssectional approach was taken to data collection, with a composite questionnaire designed for the purpose of this study utilised to collect data. A realised sample of n=61 respondents, mainly 4 from local, privately owned, knowledge-intensive organisations was obtained using a convenience sampling approach. Statistical analyses Pearson correlation and hierarchical multiple regression were utilised to estimate the relationships among the abovementioned constructs. Mediation analyses utilising the PROCESS macro was employed to test whether the relationship between Leadership 4.0 and organisational performance capabilities was mediated through innovative management practices. Results Statistically significant positive relationships were found between Leadership 4.0, Innovative Management Practices and Organisational Performance Capabilities. A regression model indicated that Leadership styles statistically significantly predicted the most variance in Organisational Performance Capabilities. Results further determined that Transactional Leadership explained a unique variance in risk management and digital risk management. Lastly, the test for mediation indicated that innovative management practices partially mediated the relationship between Leadership 4.0 and organisational performance capabilities. Findings: Findings from the results supported various discussions and studies in the literature and in practice that leadership, specifically Leadership 4.0, is an important element to navigating the uncertainties and challenges presented by the 4IR. Further evidence was also found in support of contingent leadership theories. Managerial Implications The findings of the present research study holds a practical implication for organisations in that the findings support the literature suggesting that leadership is a key element in organisational performance capabilities, specifically for survival and sustainability for the 4IR. The findings further contributes to a growing body of knowledge surrounding the 4IR, leadership, innovative management practices and organisational performance fields of research.

El presente trabajo de investigación tiene como fin estudiar la relación entre el liderazgo y el desempeño financiero del área comercial, en específico en la fuerza de ventas en Lima de cada una de las empresas a evaluar, dentro del sector asegurador. Para ello, se analizarán los siguientes estilos de liderazgo: Transaccional, Transformacional y Situacional. Cabe indicar que no estamos tomando en cuenta el estilo de liderazgo laissez-faire, ya que, partiendo de las investigaciones analizadas, llegamos a la conclusión que no existe un único estilo de liderazgo sino más bien siempre se da una mezcla entre ellos, dependiendo de cada situación presentada. Con relación al desempeño financiero abordaremos los indicadores de rentabilidad como ROI y Rendimiento sobre las ventas. Dentro del sector en el cual se basará la siguiente investigación encontramos a las principales compañías aseguradoras, conformadas por Rímac Seguros, Pacífico y Mapfre, ya que entre las 3 albergan aproximadamente el 60% de la participación del mercado nacional en los últimos ocho años. Finalmente, optamos por investigar esta relación puesto que actualmente no existen diversas investigaciones que evalúen este tipo de variables de manera conjunta; empero existen investigaciones que si evalúan el liderazgo con diversas variables ya sea productividad, desempeño, motivación, mas no con desempeño financiero que es la finalidad de esta investigación. / The main purpose of this research work is to study the relationship between leadership and financial performance of the sales force in each of the companies to be evaluated in Lima, within the insurance sector. For this, the leadership styles that are analyzed are the following: Transactional, Transformational and Situational. It should be noted that we are not taking in account the laissez-faire leadership style, since, based on the analyzed investigations, we come to the conclusion that there is no single leadership style, but rather there is always a mixture between them, depending on the situation presented. In accordance to the financial performance, we are considering the profitability indicators, such as ROI and performance on sales. Within the sector on which the following research will be based, we are considering the main insurance companies in Peru, such as Rimac, Pacifico and Mapfre since among the three they house around 60% of the market share in Peru in the last eight years. Finally, we chose to investigate this relationship since there are currently not many researches that evaluate these types of variables jointly. However, there are researches that evaluate leadership with other similar variables, such as productivity, performance, motivation, among others, but not specifically related to financial performance, which is the main purpose of this investigation. / Tesis

The purpose of the study was to investigate any relationship between an established group of senior military officers' leadership styles and their personal values as a predictor of future effective leadership. The study evaluated the relationship between Nelson's (1989) 80-item Personal Values Profile (PVP) and Bass and Avolio's (2004) full-range leadership model (MLQ 5X) as a means to predict effective leadership. The respondents to the surveys were a unique sample of convenience consisting of 1978 graduates of the United States Naval Academy who had spent 30 years as officers in either the U.S. Navy or U.S. Marine Corps. The results of the MLQ 5X indicated that the group of career military officers scored higher than Bass and Avolio's normative group in seven of the nine leadership styles and in all three of the leadership outcomes. The two leadership styles in which the career military officers scored lower than the normative group were in the passive-avoidant or non-leadership categories. This sample group scored higher than the normative group in every category of transactional leadership styles as well as in every category of transformational leadership styles. Linear regression analysis of the full-range leadership model against the Personal Values Profile identified a moderate predictor of effective leadership based on personal values when transactional leadership and transformational leadership were combined. A second predictor for effective leadership was found when only transformational leadership was evaluated.

This study examines effective leadership qualities in the world of professional ice-hockey. The study builds on semi-structured interviews where three coaches and two general managers participated. The paper has an inductive approach where a thematic analysis lay the foundation for a theoretical explanation. Results indicate that the leader needs to handle stakeholders in an innovative way, have a dynamic relationship between a transactional and transformational leadership, and finally, the leader's experience and emotional intelligence are two crucial factors in developing a successful and effective leadership. Practical implications for findings in this study are discussed along with recommendations for future research.

Syftet med studien är att fånga ledarens upplevelser och utmaningar kopplat till deras ledarskap och kommunikationen under pandemin. Studien bidrar med kunskap om hur olika ledares ledarskap och kommunikation har påverkats av pandemin, för att sedan dra lärdomar från det till framtida kriser. Det går tydligt att se utifrån resultatet i studien att ledarna har stött på utmaningar under pandemin i kommunikationen med medarbetarna som har tvingat ledarna att förändra sitt ledarskap och sättet de kommunicerar på med medarbetarna. Studien består av sex semistrukturerade intervjuer med personer med ledande positioner inom offentlig sektor i Sverige. Intervjuerna har sedan transkriberats och analyserats utifrån ledarskaps och kommunikationsteorier. Respondenternas svar visar att de upplever att de i egenskap av ledare har tappat delar av den fysiska och sociala kontakten med medarbetarna men upplever samtidigt att de har blivit mer tillgängliga och att mötena har blivit effektivare. Respondenterna har förändrat sitt ledarskap och kommunikation till följd av pandemin. Det går att utläsa då respondenternas ledarskap och kommunikation har förändrats genom att de har blivit mer tydliga och raka gentemot medarbetarna som en konsekvens av pandemin. / The purpose of the study is to capture the leader's experiences and challenges linked to their leadership and communication during the pandemic. The study will contribute knowledge about how different leaders' leadership and communication have been affected by the pandemic, and then draw lessons from it for future crises. It is clear from the results of the study that the leaders have encountered challenges during the pandemic in communication with the employees which has forced the leaders to change their leadership and the way they communicate with the employees. The study consists of six semi-structured interviews with people with leading positions in the public sector in Sweden. The interviews have since been transcribed and analyzed based on leadership and communication theories. The respondents' answers show that they, as leaders, have lost parts of the physical and social contact with the employees, but at the same time feel that they have become more accessible and that the meetings have become more efficient. The respondents have changed their leadership and communication as a result of the pandemic. This can be read as the respondents' leadership and communication have changed as they have become clearer and more direct towards the employees as a consequence of the pandemic.

En el presente estudio se busca determinar que el liderazgo del comando técnico si influye en el desarrollo formativo de la división de menores de los clubes profesionales de lima en el 2019. Para cumplir con el objetivo y medir las variables de investigación se utilizaron dos herramientas, las cuales fueron: entrevistas a entrenadores expertos en el desarrollo formativo y encuestas tipo Likert a los jugadores que conforman los equipos profesionales en Lima (Club Alianza Lima, Club Deportivo Municipal, Club Sporting Cristal, Club Universitario de Deportes y Club Deportivo Universidad San Martín de Porres), se probó y fue validad para su aplicación en el contexto peruano. Para la construcción de dichas herramientas se orientaron en las dos dimensiones el Liderazgo Transformacional y el Liderazgo Transaccional y las cuatro dimensiones del desarrollo formativo que son: Aspecto Táctico, Aspecto Físico, Aspecto Psicológico y Aspecto Social. La población estuvo constituida por jugadores de las divisiones menores de los cinco clubes profesionales de Lima, cuya muestra fue de 286 deportistas, pertenecientes al género masculino y las edades oscilan entre los 13 a 15 años. Una vez recopilado los datos se procedió a analizarlo a través del programa IBM SPSS Stadistics, donde se obtuvo como coeficiente de Pearson de 0.366 que demuestra la relación positiva de estas dos variables. A pesar de este resultado, también se obtuvo que dicha relación es débil por lo que se brindara algunas recomendaciones para que los clubes puedan tomar en cuenta. / The present study seeks to determine the technical leadership to influence the formative development of the junior level in 2019. To meet the objective and measure the research variables, two tools are used: The Academy Clubs of the Alianza Lima, Municipal Sports Club, Sporting Cristal Club, University Sports Club and Sports Club San Martín de Porres University), was tested and was valuable for its application in the Peruvian context. For the construction of these materials, can be oriented in the two dimensions, the Transformational Leadership and Leadership, the Transactional and the four forms of Formative Development, which are: Tactical Aspect, Physical Aspect, Psychological Aspect and Social Aspect. The population was constituted by the players of the junior levels of the five professionals clubs of Lima, whose sample was of 286 athletes, those of masculine gender and the ages oscillate between the 13 to 15 years. Once the data was collected, it was analyzed through the IBM SPSS Stadistics program, where a Pearson coefficient of 0.366 was obtained, demonstrating the positive relationship of these two variables. Despite this result, that relationship was also obtained. / Tesis

Svensson, Elisabeth (2018). Rektors ledarskap och organisation i Montessori- friskolor – enintervjustudie av tre rektorer. (Principals leadership and organization in Montessori-schools - aninterview study of three principals). Pedagogik, Institutionen för Skolutveckling och ledarskap,Fakulteten för Lärande och samhälle, Malmö universitet.The research that has taken place has consisted of interviews with principals in two Montessorischools(F-6, F-9) and one Montessori-inspired school (F-6). My purpose with this study was toinvestigate how principals pedagogically lead and organize the daily work connected with how theschool structurally is built and lead. The interviews have been accomplished by a manual withquestions and are semi-structured. I have with a phenomenologically approach tried to describe,interpret and analyze the principals daily work from respondents own perspective. In my analysis,I have used the complexity theory in order to understand and interpret the complexity of the schoolorganization and two models of leadership, transformational and transactional leadership. Theresult of the analysis shows that the Montessori-school principals strategically consciously workwith attitudes and methods of working in the context of learning and teaching. I have identified abasis for how school leadership can be practised within the Montessori pedagogy. I have also in myanalysis established the fact that many of the characteristics of the Montessori pedagogy correspondwith what is stated in the curriculum of the compulsory school (Lgr 11). In relation to theleadership of the principals I have been able to state the fact that both a transformational and atransactional leadership are represented in the three schools. I have made the complexity in theprincipal’s leadership evident in the relation to the organization of the schools and have identifiedan obvious challenge and conflict of interest between the main organization, that is controlled bythe committee, and the principal and the staff of the the schools. My analysis clearly shows that theopinion of all three principals is that the daily work in the school organization is complex. I make acomparison with the complexity theory, which indicates that when the abstract and the simplifiedissues in the daily work meet with the more concrete and complex issues, this will cause difficultiesin the organization. .The study can hopefully increase the knowledge of principals’ leadershiprelated to the organization in Montessori-schools and be complementary to further research in thisfield.

Waste is a global composite of organic and inorganic derivatives from human activities. Municipal solid waste consists primarily of plastics from households and e-wastes, creating opportunities for waste management businesses. The purpose of this study was to explore leadership strategies for reducing operational costs in waste management businesses in Liberia. In this multiple case study, 6 business leaders from 6 waste management businesses in Liberia were recruited as participants. The conceptual framework guiding the study was the transformational leadership theory. Each business leader responded to open-ended questions in a semistructured interview. Data were analyzed by iteratively searching recurrent codes to elicit themes. Themes that emerged included education and training for customers and staff, as well as efficiency and effectiveness for value creation from waste. Based on the findings of this study, waste management business leaders might contribute to social change by employing marginalized population segments in local communities. The marginalized segments in communities could be empowered to communicate waste management messages about recycling, supplementing their skills and messages using waste management technological innovations. The results from this study might provide insight into how waste management leaders might use innovative solutions to reuse, recycle, and re-engineer wastes. The results from this study might help waste management business leaders envision opportunities for improvement on waste-to-energy products and services in the lives of customers and employees.